دانلود کتاب مدیریت ریسک سازمانی چابک تفکر مبتنی بر ریسک، مدیریت چند رشته ای و تحول دیجیتال

I have been working in the business and IT world for longer than I would like to admit to—since just after the advent of minicomputers and before the age of desktop computers, local area networks and, certainly, the Internet. In my early career, people having a computer at their desk was, at first, impossible, later, a rarity, but now, ubiquitous. Then, paper proliferated. While I was in business school, I roomed with a computer science grad student and we played online games from the university’s computer center with people at other universities over the DARPA net1, the Department of Defense-funded precursor to the Internet. From the beginning, my interests have centered around employing automation to help companies do things better. At the time I started in IT, businesses focused their IT dollars on operations. Application systems were, for the most part, transactional. They accumulated lots of information about what had happened and almost nothing about what was going to happen. Change, if it happened at all, happened slowly. Business Process Redesign hadn’t emerged as a discipline yet. Reworking business processes around shared information and data was entirely outside the purview of us geeks. If we couldn’t find a senior enough sponsor from ‘the business,’ it would never happen. Most of the senior people whose ear we could chew were operations folks, and few of them had any interest in upending their working life, potential benefits be damned.